5 Challenges around governing the usage, sharing and processing of massive amounts of electronic data Growing infrastructure and resource management costs No policies for management of data growth performance degradation Redundancy of data Disparate, complex applications and more users Lack of common security and privacy requirements Risk of security breaches, compliance, audit failures No ability to assess areas of vulnerability and prevent unauthorized intrusion s Lack of an overall protection strategy (relational / nonrelational data and access controls) Lack of trusted information No alignment of definitions across business and IT No clear understanding of data sources & relationships No standardized quality rules or threshold metrics Lack of control over test data environments 5 [A]n [information management] strategy should incorporate life-cycle information governance practices [to ensure] consistent execution of... business optimization, agility, and transformation [initiatives]. Forrester Research, Inc., Refresh Your Information Management Strategy to Deliver Business Results Rob Karel & James G. Kobielus, August 2009 If you are going to protect your company's most valuable asset your data you will begin to view data security as a component of a more comprehensive information governance strategy. Hurwitz & Associates, Why you need an information governance strategy for 2010 Marcia Kaufman, December 2009 By 2013, 25% of the companies in highly regulated industries will create and staff positions in accounting, human resources, compliance and audit and law that deal explicitly with the management of information via technology. Gartner, Inc., Organizing for Information Governance Debra Logan, November 2009

6 Our Clients Say Inconsistent data North American Multi-Line Insurer: Our new CEO became the most ardent supporter of Data Governance when he discovered that reports from different parts of the organization had inconsistent data. We have no control over the quality of data United States Government Agency: Our team is responsible for the trustworthiness of data to the field analysts but we have no control over the quality of data that flows into our Financials from SAP R/3 to BW. We need a policy and process to ensure we are protecting our data Healthcare Insurer: My team is responsible for sending data externally to many of our business partners and other entities. The number of these requests has grown significantly over the years and they are becoming increasingly involved and complicated. We need a policy and process to handle these requests to ensure we comply with all privacy/security regulations. We also need appropriate executive-level review and approval to ensure that each request for sharing our data externally is the right thing for us to do from a business perspective. We keep everything forever A large chemical manufacturer fails to destroy content and records in accordance with their corporate retention policy and are now burdened with the high cost of managing storage and ediscovery with no visibility into what to destroy and when. During ediscovery, we spent over $12 million dollars reviewing documents that were already past their retention dates and should have been disposed of and this was on just 4 cases at any point in time we have over 100 cases pending. We need a systematic way to manage this growth. CFO Survey: Current state & future direction, IBM Business Consulting Services. The top challenge for 43% of CFOs is improving governance, controls, and risk management. 6

7 Current approaches are not working The Result? Overload and Information Chaos Organizations can not afford to ignore the warning signs of information overload and chaos 7 No information visibility: to unlock what, why, where in a trusted accurate manner Runaway storage and infrastructure costs, with power, space and budget challenges Inability to manage and protect critical information results in punitive scenarios

8 Information Governance Creates Order out of Information Chaos Information Governance is the exercise of decision rights to optimize, secure and leverage data as an enterprise asset. Orchestrate people, process and technology toward a common goal Promotes collaboration Derive maximum value from information Leverage data as an enterprise asset to drive opportunities Safeguards information Ensure highest quality Manage it throughout lifecycle Governing the creation, management and usage of enterprise data is not an option any longer. It is: Expected by your customers Demanded by the executives Enforced by regulators/auditors 8

14 Organizational Challenges from Lack of Data Life-cycle Management New application functionality to meet business needs is not deployed on schedule No understanding of relationships between data objects repeatedly delays projects. Greater data volumes take longer to clone, test, validate and deploy which equates to longer test cycles Increased operational and infrastructure costs impact IT budget Cloning databases requires more storage hardware Larger databases impact staff productivity and could mean additional license costs Application defects are discovered after deployment Costs to resolve defects in production can be times greater than those caught in the development environment Unintentional disclosure of confidential data kept in test/development environments Forrester estimates that 85% of data stored in databases is inactive Source: Noel Yuhanna, Forrester Research, Database Archiving Remains An Important Part Of Enterprise DBMS Strategy, 8/13/07 14

15 Managing the Lifecycle of Data in the Information Supply Chain Understanding the what & where of enterprise data Developing models and code to store and access enterprise data including configuration of data for test environments Optimizing the performance of applications through identification of bottlenecks and building the right strategy for managing data growth Implementing a consistent process for retiring or consolidating applications as their usage expires Discover & Define Test/Dev Develop & Test Optimize, Archive & Access Consolidate & Retire 15

24 To succeed in today s digital environment, organizations must adopt and deploy an information governance strategy interlocking software with people and process to manage this growth. Leverage IBM's Experience & Leadership Proven software solution with modular entry points Governance Center of Excellence, 250+ world-wide professionals Market-tested capability maturity model with organizational assessment Information Governance is a business process to do more with less and get benefits from the information assets you already have. At IBM we can help you do it well and deliver real results. - Steve Adler, Program Director, IBM Data Governance (July 2010) Smarter management of enterprise information isn t just because we can we must. 24

25 25

26 Additional Slides: Information Governance Overview The following slides have been included as additional and may be used at the presenter s discretion as part the main presentation, or simply as additional reference material. Slides 28 provides overview of IBM s Information-Led Transformation and where the governance solutions fit within that framework Slides provide an overview of IBM s Smart Archive, Smart Security and Smart Testing capabilities Slide 33 provides overview of most recent solutions introduced as part of IBM s governance offering Slide 34 provides overview of the six steps to an effective governance program 26

32 Six Steps to Governance 1. Set your Goals - the core statements that guide the operation and development of the information supply chain. 2. Define Your Metrics - the set of measurements used to assess the ongoing effectiveness of the program and associated governance processes. 3. Make Decisions - the organizational structure and changing ideological model to analyse and make policy decisions. 4. Communicate Policy - the tools, skills and techniques used to communicate policy decisions to the organization. 5. Measure Outcomes Compare policy results with goals, inputs, decision models, and communication to provide constant feedback on policy effectiveness. 6. Audit results the tool you use to benchmark everything. 32

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